Coordinating efforts among assigned person-nel involves aligning resources with tasks (objec-tives) at the right time, in the right place, and inthe right amount in order to achieve unity ofeffort. the responsibility of coordination restswith the leading RPC or RP1. Supervisor shouldencourage assigned personnel to immediatelyreport any difficulty encountered in accomplishingCRP objectives. This will maintain the integrityof the chain of command as well as promote theconcept of a team effort.DirectingDirecting is the step in programs managementin which all the efforts of planning, organizing,and coordinating are put into operation. This stepwill also serve to remind staff personnel of theirwork assignments, as task statements will berepeated.If proper planning, organizing, and coordi-nating were not accomplished prior to the direct-ing step, this fact will become apparent very soon.Subordinates may become confused if directionsare given inconsistent with the original planning,organizing, and coordinating efforts.Unforeseen problems may arise that couldmake direction difficult, if not impossible. If suchdifficulties do arise, implementation of the alter-nate plan may be necessary.Directives may be given either orally or inwriting. Some workers may have difficulty inunderstanding and following oral directions,especially if they are newly assigned or untrained.In these cases, and where directions must befollowed explicitly, it will be imperative to giveprecise written instructions. Such cases would in-clude rigging for divine services, preparing supplyrequisitions, watch-standing procedures, andother similar assignments.Oral directions may be used to clarify awritten order or directive, to give assistance, toinitiate action in an emergency situation, to ob-tain immediate compliance when needed, and toafford subordinates the opportunity to askquestions. Effective oral directing adds thepersonal touch to supervision and servesstimulate the initiative of assigned personnelwell as to promote fovorable attitudes.ControllingtoasControlling is the process of determiningwhether or not the actual operation of theCommand Religious Program is proceedingtoward objectives according to plan. Controllinginvolves establishing a system of checks on certainkey operations and procedures to enable thesupervisor to immediately identify any mistakes,deviations, or potential problem areas; to ascer-tain progress; and to determine whether or notthe CRP objectives are being met. This systemmay involve testing, checking, inspecting, verify-ing, guiding, and/or limiting. Controlling may becharacterized by many forms, and the objectivesof controlling may be reached by various means,but generally a four-step process is effective.First, the RPC or RP1 should visualize where,and to what extent, controls will be needed to keepCRP operations on the planned course. Then adetermination must be made as to the use ofcontrol devices, such as charts, graphs, a workorder, a performance standard, an inspection, oran examination. Whatever the form of the controldevice, its purpose is to portray a clear pictureof CRP progress toward planned objectives.Second, the RPC or RP1 should analyze theinformation taken from the control device(s) todetermine CRP progress toward objectives. Ifthere is a deviation from the program as originallyplanned, the leading RP should attempt todetermine what caused the deviation. Severaladverse factors may affect this deviation: (1) Theplan is faulty. To improve this situation, re-planning, or implementation of the alternate planmay be necessary. (2) Subordinates are failing tocomplete assignments. To improve this situation,closer supervision, guidance, and direction maybe called for. If neglect of assigned tasks is becom-ing habitual, disciplinary measures may benecessary. (3) Expected resources have not beenreceived. To adjust to this situation, the RPC orRP1 may need to identify alternate resources oradjust some phases of the plan accordingly.Third, after determining what problem(s)exist, the RPC or RP1 should decide what actionis necessary to correct the course of the CRPtoward the planned objectives. It is possible thatnew instructions, directions, or assignments willhave to be given in order to accomplish thecorrection.Fourth, controls are reestablished and thecycle begins anew.The leading RP should ensure that controlsare kept as simple as possible, yet functional.Checks should be made frequently to ensure thatthere is no duplication of controls (more than onecontrol to accomplish the same goal).Performance standards are perhaps one of themost common and effective control devices,5-3
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